Roy's Blog: June 2017

June 26, 2017

Why do amazing leaders want to know how you really feel?

Most leaders rely on financial metrics to determine if the organization is performing as planned.

Their balanced scorecard may include other targets in marketing (market share, product sales), customer service (overall satisfaction) and HR (employee engagement) but the overwhelming weight goes to the financial quadrant.

Looking at organizational performance through largely a financial lens leads to matters such as cost reduction and control, process efficiency, inventory management, collections performance, functional outsourcing and productivity improvement dominating the strategic and tactical agenda.

This is an “inside” view of performance management; it is a unidimensional approach to determining the activities necessary to enhance the long term health of the organization - and even adding an employee component continues the myopic inward gaze.

How you really feel

A sustained inward focus is unhealthy for an organization.

The customer metric must find its place in the hierarchy of priorities; it must be given equal status with its financial mate and preferred status to other internal measures.

Internal efficiency with customer dysfunction is a recipe for disaster; measuring customer perception is an absolute MUST for any organization wanting to achieve long term remarkable performance.

Customer perception is all about feelings so measure feelings!

What does the customer feeling metric look like?

Ask them…

1. How they FEEL about the service you provide; don’t rely on internal statistics on service performance.
Internal metrics reflect what YOU think are the appropriate measures of service delivery; SURPRISE! they sometimes bear no resemblance to what the customer thinks is important. Do they feel ecstatic or do they feel you suck?

2. What aspect of your service they HATE and how do they think you can improve. It’s a visceral polarized thing. You want to know at the extreme negative end of the satisfaction scale that pisses them off the most.

3. What the DUMBEST rules and policies you have and why are they so outrageous. What really drives them insane about how you treat them?
Internal rules and policies are the biggest triggers that force customers to go elsewhere; discover them and FIX them.

4. If you have a HEART. This gets at whether you are viewed as an unfeeling artificial organization concerned only about shareholders and profits or a caring team whose primary objective is to add value to society.

5. How they view the LEADERSHIP of the organization. It’s one thing to get an opinion from employees, and quite another to get this “external” perspective. Extend the 360 Feedback process to include the owners of loyalty.

These are questions intended to release an emotion response from the customer as opposed to merely looking at “the numbers”. They tell a different story than analyzing statistics, and paint a unique picture of how the organization is performing on the service front.

Numbers have no “tone”; words and emotion convey the severity of issues and as such provide leaders insight into the priorities necessary to improve service performance.

It takes guts for leadership to expose themselves to this type of conversation.

But if they do (and listen and act on what is learned) they will be miles ahead of any other organization that is content with an inside view of what is needed to improve results.


Check out my BE DiFFERENT or be dead Book Series

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  • Posted 6.26.17 at 05:46 am by Roy Osing
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June 19, 2017

6 sure fire ways to build an exciting “do it” brand

NEVER simply act.

You want to be known as an “action oriented” individual, so you better get on with it and DO something, right?

I am a fanatic about acting rather than pontificating; about trying rather than analyzing; about executing rather than planning.

But I am NOT a fan of acting without a framework that will create a better than average probability of success. Unharnessed action may feel good at the time, but it will likely not produce the outcome you desire.

Out of control

So before you throw yourself at creating your “DO IT” brand, b>have these fundamentals firmly in your mind.

1. Build context for action. Action with no context is at best uncontrolled behaviour with no predictable outcome. Context could be your career goals, your personal set of values or the organization’s strategic game plan. Context sets the boundaries inside which “acceptable” action is defined and outside which inappropriate action resides.

2. Look for an opportunity to add value through your action. Go beyond what might be expected; surprise people around you by adding extras rather than simply meeting expectations. “Action - PLUS” is a way to think about it: act and do more.

3. Act “with a twist”. Leave your fingerprints and personality on your action. Make it unmistakably YOURS. Action without leaving your personal mark is a wasted chance to leave a lasting impression. If your action looks like a “commoner”, no one will notice and no memory created.

4. Pause, then act. Be disciplined about taking action. Before moving, take a deep breath to ensure your action is grounded and will have the highest probability of making a positive impact. Use the pause as a necessary element of the acting process. Once you commit to act there’s no turning back so use the pause wisely.


5. NEVER ask yourself “How did someone else do it?” Using an action template of another person robs you of the originality needed to standout and be remarkable. Copying what others do keeps you in “the common herd” and prevents you from being noticed. Do whatever it takes to act with attitude and in a way that separates you from the crowd.

6. Prepare for follow up. The results of your action must be determined in order to learn from them. Think through exactly how you intend to track the outcome and the impact it had on people. Develop an improvement plan for any action that didn’t work out the way you had intended.

Memorable action isn’t a knee jerk response; it’s taken with a sense of purpose.


Sales blogger

Check out my BE DiFFERENT or be dead Book Series

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  • Posted 6.19.17 at 06:11 am by Roy Osing
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June 12, 2017

Real progress is not made by being more efficient

Progress in any organization can be achieved in two ways: being more efficient and being more strategic.

In the former instance, progress is achieved by reducing the rate of product or service breakdown, eliminating software bugs, reducing outstanding collectibles, reducing cost to increase operating margins, reducing inventory turns, reducing the rate of customer attrition and reducing employee turnover.

These efficiency gains are targeted to improve operations by a process or procedural change that simplifies the way things are done, reduces cost and improves productivity.


The most common method employed to be more efficient is to benchmark a “best in class” organization and copy their methods.
Followed to its ultimate conclusion, the copycat method results in all participating organizations gravitating to the same internal operational methods and approaches; they don’t bestow any uniqueness whatsoever.

Efficiency driven programs are tactical; they seek to make the organization “machine” work better; progress is measured by assessing the output of a process both in terms of time and quality - delivering the intended outcome right the first time.

Efficiency gains will not move the organization to higher levels of performance in the long run. They may boost operating results in the short term through a period of continuity, but they cannot be relied on to deliver long term success over multiple cycles of economic and competitive change.

Sustainable progress can only come from being strategically efficient; achieving strategic breakthroughs as opposed to applying the efficiency formula to the way business is currently conducted.

Efficiency gains should only be considered AFTER strategic objectives - based on taking the organization to a “new place” - have been set. Determine the strategic progress needed first and THEN look for the efficiency gains necessary to make the journey as productive as possible.


There should be a single focus of strategic progress - inching ever closer to being the ONLY organization that does what it does.

Specifically, creating a customer value proposition that answers the question “Why should I do business with you and no one else?”

This is the real measure of whether or not an organization is making progress strategically; the ability to craft and fine tune over time their ONLY Statement that declares what they uniquely do to serve their customers.

More resource time is spent in organizations pursuing efficiency gains rather than starting down the path of uniqueness.


Because it’s much easier to copy best practices and achieve incremental progress than it is to seek a “special place” in the market that you and only you own.

The thing is, “if there is “no pain”, there’s likely to be “no gain”.

Focus your efforts on being unique in a compelling and relevant way and being efficient in THAT world.

If you’re successful your progress will be measured by product and service innovation, disruptive technology introduced, revenue growth and market dominance, not systems throughput.

Leave “blind” efficiency to the herd.


Sales blogger

Check out my BE DiFFERENT or be dead Book Series

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  • Posted 6.12.17 at 02:51 am by Roy Osing
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June 5, 2017

For every downside there is always an exciting upside

Many people I associated with over my career were “one-timers” when they ran into an unforeseen problem.

They would typically shout their displeasure - “Awe sh*t” - and make excuses to their boss for why they were unable to deliver the expected result.

They were victimized by the assault of a random event.

Upside downside

They reached back for the “Things happened that were beyond my control” to explain why they were unable to succeed.

Like it’s ok to fail because things didn’t go as planned.

It’s nonsense of course.

There are ALWAYS unforeseen and unexpected events that reveal themselves to challenge the successful attainment of a goal. It is rare that a plan plays out according to its original script; only the naive and inexperienced believe that the plan is immune to the randomness of the marketplace.

That’s not the way the real world works despite school teachings.

Success-driven people are different than the “excuse artists”.

They are naturals at looking at a potentially negative situation and finding “the pony”; they are magnets for an opportunity buried in the excrement.

When confronted with a setback over which they have no control, they deploy these actions to recover.

1. They emphatically declare to one and all their intention to NOT accept they bad hand they have been dealt and that they will find a way to get back on track. They want everyone to know that THEIR brand is all about coming back not giving in.

Coming back

2. They study the forces that caused their plan to go awry; the detailed characteristics of the intervention at play. They work hard to get the facts that caused the problem rather than succumbing to emotion.

3. They evaluate the specific impacts created on the current course of action. They calculate the new plan vector from the old plan + interruptive force. With no counter initiatives where is the original plan likely to go given the unexpected disruption?

4. They look for nuggets; opportunities disguised as a body blow. Given the new force at play how can its energy be harnessed to create an intervention of your own? And a new direction? “This is how it might work” replaces “Damn it didn’t work”.

5. They don’t stop. They continue to iterate through possible adaptations until they find one that will work. Not a perfect solution (for that could only happen with a return to the original plan) but a good “imperfect” one.

Forces in the environment can’t be predicted but successful people can make the best of a bad lot in remarkable fashion.


Check out my BE DiFFERENT or be dead Book Series

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  • Posted 6.5.17 at 04:30 am by Roy Osing
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