Be Different or be dead

February 26, 2018

How a good marketing leader can become really great

Source: Unsplash - Bealach na bà

How a good marketing leader becomes great.

Marketing’s role in any organization is critical; its leaders must be extraordinary.

Unfortunately, I don’t think marketing generally has stepped up to the challenge of doing remarkable things; in fact I think the craft is currently quite boring and unimaginative.
I offer this perspective as a guy who spent at least 80% of his 33+ year career leading marketing organizations and fulfilling the role of CMO.

Sure, the internet has spawned a plethora of new tools to engage with and sell to people, but the essence of the marketing strategy employed by most organizations hasn’t changed much. There is still a relentless focus on price, mass advertising, product and service flogging and applying traditional marketing tools introduced years ago and pushed by academics and consultants alike.

Marketing leaders must take responsibility for this state of affairs; for the apathy they have accepted from their marketing teams. They must be held accountable to move the marketing discipline from an approach that was practiced in the past, and is now underperforming given the dramatic changes that have occurred in the market.

They must take responsibility to personally lead their teams to a new relevant place, and not accept the inertia caused by their junior teams of marketing
practitioners who have been taught principles of the past.

If marketing leaders accept how their team performs its role, they can’t be surprised when lacklustre results are produced.

Parochial leaders get mediocrity.

Organizations need marketing leaders to take control; people who will not stop until their team produces unheard-of results by practising the new relevant art.

Here are eight actions marketing leaders can take if they want to stand-out and turn their marketing teams into achievers of remarkability.

1. Set short-term revenue goals

Focus on the next 24 months rather than be a victim of the 5-year plan. This shorter term view will force an execution and results focus and avoid the “hockey stick” phenomenon where sales are supposed to miraculously show up at the end of the planning period.
Set revenue targets monthly and review performance to ensure you are on track.

2. Make revenue targets bold enough that you don’t know exactly how to achieve them

Discomfort and ‘I don’t know’ is an effective way to drive innovation and creativity. If you know how to deliver your expected revenue, there is little or no incentive to do different things.
If you follow yesterday’s path, nothing remarkable happens.

3. Eliminate benchmarking as a tool for marketers to use

Copying won’t step your organization up to a higher level; it simply keeps you in the competitive herd. Ask, “How can we be different?”. Apply this question to every proposal you review. 
If a proposal from one of your marketers doesn’t move your organization towards standing out from your competitors to being a ‘different breed’, reject the proposal out-of-hand. And fire any marketer who makes the same mistake twice.

4. Stop new customer acquisition programs

Insist on seeing proposals that generate more revenue from your existing customer base as opposed to providing special deals or promotions to prospective customers who you want to attract from your competition. The truth is that customers who join you from the competition can’t be counted on for any loyalty or added revenue over the long term.

Offer any special promotions or deals to your existing customers first; reward their loyalty.

5. De-emphasize price and establish value creation as your raison d’être

Ask what value is being created for your loyal customers, not, “How can we lower our prices?”. Everyone plays the price game and it leads not to competitive advantage but rather financial ruin.

Declare the marketing rule “There will be NO price incentives offered around here!” as the way to disrupt the momentum of using boring prices as a marketing tool.
And replace the product manager position with the product value position and reward those who are prolific at creating value solutions.

6. Recruit weird people

Marketing success today is all about finding what small specialty groups desire or want (satisfying what they need is passé) and proving them with unmatched value.

Start to populate your marketing teams with these types of people who can relate better to these curious customer segments. Look for contrarians. People who have bizarre ideas and question the common ways of doing things. People who hate fitting in.

You need a team of weirdos to carry your mandate breakaway from traditional marketing ways.

7. Expand your marketing team to include the frontline

The new marketing excellence is produced by understanding the deep innermost secrets of people you want to serve. The customer-facing frontline in any organization is THE most effective receptacle for customer learning; what customer’s desire. Recruit these people even if they don’t meet your “minimum education standards” — which are largely irrelevant in most cases anyways.

Get their ideas and implement them. And tell the rest of the organization what you are up to; hopefully they also will recognize the value of the human face to the customer.

8. Develop a competitive claim that is more than just hot air

The new marketing leader is not guided by aspiration. They are practical people who covet granularity, clarity and precision when it comes to defining why people should buy from their organization and none other.

Be clear and specific that the value you deliver to your customers is distinct from your competition. Create The ONLY Statement for your business.

They focus their attention on answering the killer question, “Why should I do business with you and not your competitors?” and purge comparative notions like best, number one and leader as ways of describing their market value proposition.

Marketing leaders must step up their game and take personal ownership of the changes needed to stay relevant and survive. Their organizations depend on it.

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

• Posted 2.26.18 at 04:18 am by Roy Osing
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February 19, 2018

How the best leaders inspire great teams that work together

Source: Pexels

How the best leaders inspire great teams that work together.

How the best leaders get people working well together.

A colleague of mine, Ron Cox, Founder and CEO of Tailwind Consulting in Tampa Florida says that “a staggering 95% of employees in a company are either unaware of or do not understand the strategy”.

No wonder execution fails!

One of the biggest issues in any organization is the lack of congruence between what the strategy says and what people do on a day-to-day basis.

The strategy says one thing and not only do people do another, they do different things out of sync with the strategy.
Massive inconsistency and dysfunction results.

This is a failure of leadership.

Leadership tends to place more focus on direction-setting rather than on determining how the strategy will be executed.
Precision is applied to ‘getting the strategy right’ and not how it will be implemented in the trenches where the real work gets done.

The gap between strategic intent and actual results is due to this skewed attention.
If only 20% of leadership’s attention is placed on the details of how the strategy will be implemented, the strategy will likely be hit and miss as employees find it necessary to execute the plan the way THEY believe it should.

Effective business plan execution occurs when there is clarity between the functional roles that employees play in the organization and its strategy.

It is about translating the strategy into what it means to each function involved in delivering it. What specifically should the call center rep do differently? The product analyst? The sales person? The internal audit manager?

If at the most granular level each employee in the firm doesn’t know how to behave and what results to produce within the context of the new direction change will simply not happen and improved results expected by the new strategic game plan won’t be achieved.

Line of sight

Line of sight to the strategy means what it implies; each employee can “see” the strategy from their position and they understand what they specifically need to do to contribute to the strategy.

If direct line of sight is defined for every role, flawless execution results whereas indirect line of sight results in people having a clouded understanding of what action the strategy demands.

Most leaders absolve themselves of ensuring activity and strategy are aligned. It generally gets relegated to functional heads to sort out by declaring their priorities that THEY contend are homeomorphic with strategic imperatives.

The problem with this process is that subjectivity is introduced at a very high level in the organization and is magnified again and again as teams are asked to do the same thing through middle and junior management levels.

And the tipping point, of course, is that leadership doesn’t approve detailed functional plans which would at least show whether they were bordering on out-of-alignment or not.

Any inconsistencies between activity and strategy at the highest level in an organization are multiplied by an order of magnitude factor before it reaches the frontline people.

Under these conditions it’s not difficult to see why strategy and organizational activity diverge and not converge.

What can leadership do about this problem?

First, ease the precision around business plan creation and tighten it up around execution. Get comfortable with getting the plan “just about right” and applying rigour to implementation and adjusting the plan on the run.

Next, take ownership of aligning organizational activity to strategy.

Alignment plans

Institutionalize ‘Alignment Plans’ with functional heads; ask for sufficient granularity to the determination of whether or not a team has direct line of sight to the strategy or not. Make them work at it until they get it right and your leadership team approves.

Alignment Plans submitted to the leader should:

▪️ Define the key elements of the strategy that everyone in the organization must align with.

There are many dimensions to any strategy but it is critical to prioritize and focus on the critical ones. Greater alignment success will occur by focussing on a handful of the critical strategic imperatives rather than trying to ‘herd the cats’ around a dozen.
                         
▪️ Define what needs to change in every functional team with an action plan to achieve it.

If the organization is pursuing a new or revised strategic direction, there will most certainly be projects, company values, people skills and technology that will have to be re-vectored to enable the execution of the new plan. Details of everything that needs to change must be defined in detail.

▪️ Identify activities, projects and behaviours that have to be dropped in order to take on new activities required for alignment.

Leadership is just as much about what has to be stopped as it is about what has to be started.

If out-of-alignment activity is not stopped, additional unnecessary resources will be most certainly requested. All non-strategic activity must be isolated and resources removed and redeployed to new challenges that must be undertaken.

Personal initiative

If you’re an employee in an organization that chooses not to impose a process to explicitly align activity to their strategy, take personal initiative to align your own work priorities to what the organization wants to achieve.

Successful careers are built on the backs of the organization’s strategy and those that execute more effectively than others are quicker to reach their personal goals.

These personal actions will propel you forward.

#1. Translation

Help others translate what the strategy means to them in the organization.

Once you have determined your own line of sight, help others through the same process.

Everyone needs to understand the new things they will have to do and the CRAP they will have to dispose of. Unless this translation for all employees is done, the organization will be frozen in momentum management and no progress in the new direction will be achieved.

Get involved in organizing and leading workshops with various departments in the company and explore a new blueprint for each that represents the new course for them to follow. 

The role of translating the new strategy for various employee groups is one that rarely gets performed. It’s a difficult task as it requires an intimate level of understanding of the strategy.
You can’t drill a strategy down into individual action if you don’t truly understand it at a detailed level.

If you’re a leader, you must dedicate much more of your time seeing that people treat this as a priority and hold them accountable.
Wander through the workplace asking people to clarify the top three things they are going to do to help deliver the new strategy and what dozen-or-so things they are going to give up.

And get the expectations hard wired into the performance planning process. It is the difference between an effective one where everyone is working in parallel to support a common purpose, and a dysfunctional one where people are working at odds with one another to deliver some things that are on strategy and other things that are not.

Synchronized outcomes release the power of execution - and competitive advantage; inconsistent outcomes zap the energy of the organization, encumber execution and impair competitive success.

#2. Set your calendar

Let the organization’s strategy guide your daily calendar. The ultimate manifestation of direct line of sight is a calendar composed only of activities relating to the outcomes you have deemed necessary for you to deliver the new strategy.

If you can’t strategically relate a particular activity you plan to do on a given day, question why it is occupying your time.

Zero base your calendar and build it through the weeks and months ahead in the image of your strategy.
If you are in a leadership position, ask to see the calendars of those reporting to you. Is each of them doing the things required of the new direction or are they continuing on as custodians of the past?

#3. Communicate the strategy personally

Communicate face to face with others in your organization as the most effective way of injecting the emotional component necessary to get people to believe and act.
E-mail blasts to a broad distribution list, employee newsletters and other mass means of communication don’t work as effectively. Use technology like ZOOM if physical distancing is a challenge.

These mass communications vehicles preclude the ability for people to engage in a conversation to enhance their understanding of where the organization is going.

You need to press the flesh even if it’s virtual, and make it matter by showing up in person, explaining the strategy and answering the tough questions.

In non-pandemic times, I used ‘Infonet sessions’ as well as the bear pit to communicate the company’s strategy to all employees.

They required high levels of energy and were extremely time consuming, but what else could be more important?
People in the organization need to understand where it is going and they have a right to challenge it if they are not convinced it is appropriate. You can’t capture their hearts and minds if you’re a ‘no show’.

#4. Use the strategy as the context for solving problems

When confronted by a business problem or issue, always assess it and talk about it with others from the perspective of your strategy.
Create the strategic context for the discussion and then assess your options. What does your strategy suggest is the appropriate action to take?

It’s an effective way to increase understanding and awareness of your strategy and establish you as a leader and the strategy hawk for your organization.

People suddenly forget that they have set a new course in motion for the organization and they look for solutions to problems in the old strategic context.

The opposite is also true; people often don’t relate the visible changes being made in their organization to the new strategic direction that has been put in motion. They don’t get that the cause of the changes they are witnessing is the new strategy.

Assume the role of connecting the dots for people in your organization. Reinforce that the changes that everyone is seeing are the result of your new strategy.

Line of sight leadership is necessary to build teamwork and commitment to the organization’s strategic intent. Take a personal role is making it an essential ingredient in your culture.

Cheers,
Roy
Check out my BE DiFFERENT or be dead book series

• Posted 2.19.18 at 04:19 am by Roy Osing
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February 12, 2018

7 easy steps to take when you are the new leader

As the new leader, the first 90 days is your “get ready” period when employee fears are assuaged, your values are declared and the picture of the journey you intend to take the organization on is painted for everyone.

It’s a vital time for you to get traction.

Here are some waypoints to guide you.

Be seen

Your office time should be no more than 25-30% of the time you have available. Employee expectations of you are high; they will have trepidations of how well you will fulfill your role.
You have to be on stage; you need to make an appearance. You don’t have to be perfect and have it all figured out. Just show up; be forthright and honest.

Spend a disproportionate amount of time with the frontline

They are the experts on customer service issues, product defects, broken brand promises and systems problems that prevent customers from being delighted with the organization.
Their feedback should guide you in the priorities you set.

Hold as many employee communications sessions as you are able

Make it a HUGE priority. Have a conversation about your leadership plan for the organization. Get feedback; listen and take notes.
“Fingerprint” the values you hold sacred; leave no doubt in anyone’s mind who you are and what you stand for.

Go it alone

This is 90 days in the trenches to reach your own conclusions, not conducting state visits. Leave your entourage with their biases at home. You can’t afford to have them around you.
Empower people to tell you the way it is without existing management being an influencing factor.

Conduct your own informal audit on how your strategy is being executed

Review the current business plan of the organization and conduct your own informal audit on how effectively it is being executed.
Where are the weaknesses? Where is performance lacking? Your leadership will be judged on how well you advance the strategic intent of the organization, so get data that will point you in the right direction.

Analyze how top line revenue is trending

Revenue is a market indicator of how customers value your products and services. Revenue trends tell whether you are growing or declining in customer relevance.
Take the analysis to a detailed level in order to have a firm understanding of opportunities and vulnerabilities.

At the end of the 90-day period, announce your intention to formally review the current business plan of the organization

Base your decision on the feedback you have received from employees and other performance diagnostics you uncovered. Make the business plan review theme a response to what you’ve learned during the 90 days and employee feedback; the challenges THEY have expressed.

As the new leader you will never get your first 90 days back.

Make them count.

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

• Posted 2.12.18 at 02:56 am by Roy Osing
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February 5, 2018

1 proven way your new idea has a chance of success

Source: Pexels

1 proven way your new idea has a chance of success.

Chances are, your new business venture will fail; your brilliant new idea will never see the light of day.

That’s a fact. Over half of all startups don’t make it beyond 5 years if they get off the ground at all.

Think about it. Stew over it. Worry about it and lose sleep over it because this statistic alone should be the motivating fact that drives entrepreneurs to beat the odds of success.

My experience is that most eager young professionals approach the challenge of launching their business the same way; it’s almost like they follow the rulebook as promulgated by the startup ‘experts’ who advocate that they have the magic formula — at a 50% failure rate its hard to conclude that they should be listened to at all!

In addition, many of them have no more than academic training which gives them a theoretical platform but no real practical credentials to prove what they say actually works.

My advice to startup leaders is to find, follow and heed people with practical experience and a proven track record of success rather than a long string of academic accomplishments.

That said, how does the CEO entrepreneur get their idea moving forward and have a fighting chance of survival?

Spend time on these

There are a number of activities they spend their time on.

— finding investors willing to support their idea;

— drumming up interest in the community for their solution to a real problem;

— developing a business plan for their new venture;

— recruiting people with a passion for their idea and the competencies needed to get to market;

— creating a value proposition for their idea and product that is unique and different from other solutions in the market and that answers the question “Why should my prospective customers buy my solution as opposed to those being offered by other competitors?”

Each of these startup activities is important but the last one represents THE tipping point in the evolution of any bright idea from a concept to a working revenue generating product.

Unique value claim

And it should be the one that consumes 100% of the startup initial action plan.

The development of an incomparable value claim amongst competitors is the prerequisite to every other action the entrepreneur takes.

For example, investor interest will only be piqued if the new idea is compelling (satisfies a real demonstrated customer need) and materially different than what the competition is doing. If the product value is similar to other offerings why should they be compelled to make an investment?

And a business plan is meaningful only if the new product has been defined complete with demand assumptions given its competitive position in the market.

Success in today’s markets is based on meaningful and real differentiators. Look-a-like solutions either get no traction at all, or they are relegated to commodity status and soon disappear as startup carnage.

Ironically, I find this requisite for success is rarely given the focus and attention it deserves by startup CEO’s. They have a tendency to spray their attention across matters such as raising capital, public awareness, technology development and lead generation without having clearly thought through what makes their solution standout from other competitive offers.

How a new idea is unlike any other in the market is THE critical issue to spend time on. Upfront. BEFORE engaging with investors and potential customers spell out exactly why someone should want the new product and not one of the many other alternatives cluttering the marketplace.

If it is unclear how the new idea stands out, interest will be insipid and startup efforts will be ineffective and costly.

Nothing is more important than investing whatever time and energy it takes to create the ONLY statement for a new idea.

If it is done well success may be the reward; if not, the enterprise will struggle to get traction and will likely join many fellow startups as a statistic for a failed new business venture.

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

• Posted 2.5.18 at 04:33 am by Roy Osing
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