Roy's Blog: September 2026
September 28, 2026
OVERLOAD. KILLS. EXECUTION.
đ Audacious Move⢠of the Week
OVERLOAD. KILLS. EXECUTION.
Managers are increasingly overloaded and disengagedâand the answer isnât another leadership program. Itâs removing the CRAP⢠that prevents them from executing.
Bold Decisions Create Extraordinary Businesses.
I hope it helps you create yours.
đŠ Managers Are Drowning
Managers are being asked to do more.
Lead people.
Execute strategy.
Deliver results.
Manage change.
Attend endless meetings.
Learn new technology.
Deal with fewer resources.
And somehow keep everyone engaged while theyâre struggling to stay engaged themselves.
The conventional response?
Give them more leadership training.
Another course.
Another framework.
Another toolkit.
Another damn thing to do.
I think weâve got it backwards.
Before giving managers MOREâŚ
Ask what you can REMOVE.
đĽ Stop Training. Start SERVING.
I practiced something I call Leadership by Serving Aroundâ˘.
Itâs ridiculously simple.
Get out of your office.
Go where people are actually doing the work.
And ask:
âHow can I help?â
Not:
âHow are things going?â
Not:
âAre you hitting your numbers?â
Not:
âHave you completed the latest leadership module?â
Ask what is preventing them from doing their job.
What process is getting in their way?
What Dumb Rule⢠is making customers angry?
What approval is slowing them down?
What meeting is wasting their time?
What CRAP⢠is suffocating execution?
Then do something about it.
đŻ Serving Is an Execution Move
This isnât soft leadership.
It isnât wandering around trying to be liked.
Leadership by Serving Around⢠is an execution strategy.
Your Strategic Game Plan⢠depends on people getting things done.
Every obstacle you leave in their way weakens execution.
So the leaderâs job isnât simply to demand more performance.
Itâs to remove whatever prevents performance.
Thatâs LEAD IT.
đĽ HELP.
This week, find five people trying to execute your strategy.
Ask each one:
âHow can I help?â
Then shut up.
Listen.
Find the obstacle.
Remove it.
And keep doing it.
Because overloaded managers donât need another leadership lesson.
They need leaders who make it easier for them to lead.
Thatâs Leadership by Serving Aroundâ˘.
Stop adding.
Start removing.
HELP.
đ Want more Audacious Movesâ˘?
đď¸ Listen to Audacious Moves to a BILLION⢠for practical, contrarian ideas for building an extraordinary business and having a remarkable career.
âđť Explore more articles, ideas and proven tools at BE DiFFERENT or be dead.
Extraordinary careers arenât built by ordinary decisions. Theyâre built one Audacious Move⢠at a time.
Now go make yours.
Cheers,
Roy
- Posted 9.28.26 at 06:00 am by Roy Osing
- Permalink
September 24, 2026
Leaders Should Not Micromanage? Thatâs Insane!
BE DiFFERENT Unfilteredâ˘
The Sacred Cow Burialâ˘
Business is full of accepted beliefs.
Some deserve to be buried.
This is one of them.
đ This Weekâs Sacred Cow
đŻ âLeaders Should Not Micromanageâ
Itâs taught in business schools.
Itâs preached in leadership seminars.
Itâs repeated in management textbooks.
The message is always the same.
Delegate.
Empower.
Stay out of the details.
If you micromanage, youâre a poor leader.
Thatâs insane.
đŤ The Evidence
The textbooks have created one of the biggest leadership myths of our time.
Theyâve convinced leaders that delegation is always good and micromanagement is always bad.
The problem isâŚ
They never distinguish between operations and strategy.
Thatâs where they got it wrong.
The problem isnât micromanagement.
The problem is micromanaging the wrong things.
Audacious Leaders⢠donât interfere with everything.
They Strategically Micromanage⢠the handful of activities that determine whether their Strategic Game Plan⢠succeeds or fails.
Those activities are strategic imperatives.
Not operational details.
When I was building a startup into a billion-dollar business, I never delegated architecting the customer experience.
Customers donât remember your organization chart.
They remember how you made them feel.
I never delegated hiring Human Being Loversâ˘.
People who genuinely love serving others create extraordinary experiences.
That instinct canât be trained.
I never delegated communicating and selling our Strategic Game Planâ˘.
If the leader isnât passionate enough to constantly communicate and âsellâ the organizationâs strategy, why should employees believe in it?
These werenât management tasks.
They were leadership responsibilities.
Because if they failedâŚ
The strategy failed.
Audacious Leaders put their fingerprints on strategic imperatives.
Not because they donât trust their people.
Because they refuse to delegate the future of the organization.
âď¸ Sacred Cow Verdict
Guilty.
𪌠Sacred Cow Sentence
Bury It.
đ Sacred Cow Replacement
Strategically Micromanage⢠the strategic imperatives that determine whether your Strategic Game Plan⢠succeeds or fails.
Put your fingerprints on the handful of activities that determine success.
Architect the customer experience.
Protect your ONLY differentiation.
Communicate and sell your Strategic Game Plan⢠relentlessly until every employee understands it, believes it, and knows their role in executing it.
Then trust your people.
Delegate operational decisions.
Empower talented employees.
Give them room to perform.
But never delegate strategic imperatives.
Thatâs not empowerment.
Thatâs abandonment.
𪌠Another Sacred Cow Buried.
Leadership isnât measured by how little youâre involved.
Leadership is measured by where you choose to leave your fingerprints.
If it shapes the customer experienceâŚ
If it protects your differentiationâŚ
If it drives execution of your Strategic Game Planâ˘âŚ
Own it.
No one else should.
𪌠Ready for the Next Sacred Cow Burial?
Thursdays I challenge accepted business beliefs that limit leaders and organizations.
If youâre ready to think differently, follow the BE DiFFERENT Unfiltered⢠series.
â Continue the Conversation
đď¸ Listen to my podcast, Audacious Moves⢠to a BILLION where I reveal the decisions that transformed a startup into a billion-dollar business.
đ Read more insights at: BE DiFFERENT or be dead.
Cheers,
Roy
- Posted 9.24.26 at 06:00 am by Roy Osing
- Permalink
September 21, 2026
Stop Managing WHERE People Work. Lead WHAT They Do.
đ Audacious Move⢠of the Week
Stop Managing WHERE People Work. Lead WHAT They Do.
Bold Decisions Create Extraordinary Businesses.
I hope it helps you create yours.
đ˘ The Office Debate Is Missing the Point
Another company orders people back to the office.
Employees push back.
Leaders argue collaboration will improve.
Employees argue theyâre more productive at home.
And around we go.
I think weâre arguing about the wrong damn thing.
WHERE people work isnât the leadership issue.
Whether people know precisely WHAT they must do to execute the strategy is.
You can have everyone sitting together five days a week and still have an organization wandering around strategically lost.
Being in the same building doesnât create alignment.
Leadership does.
đŻ Stop Managing Attendance. Create Line of Sightâ˘.
Iâve always believed leaders have one critical job:
Create a direct Line of Sight⢠between what the strategy says and what every person in the organization does.
People need to understand:
What are we trying to achieve?
What are our growth goals?
Who have we chosen to serve?
How have we decided to compete and win?
And most importantly:
âWhat do I have to do differently because of it?â
If people canât answer that question, requiring another day in the office wonât fix a damn thing.
You donât have an attendance problem.
You have a leadership problem.
đĽ Presence Is NOT Performance
This is where leaders get seduced by something they can easily measure.
Badge swipes.
Days in the office.
Hours at the desk.
People in meetings.
Nice numbers.
But none of them tells you whether your Strategic Game Plan⢠is actually being executed.
Iâd rather have someone working remotely who has absolute Line of Sight⢠to our strategy than someone sitting 20 feet from me who has no idea what role they play in delivering it.
Stop measuring presence as a substitute for performance.
Measure whether people are doing what the strategy requires.
Forget the ideological battle over office versus remote for a moment.
Ask every person one question:
âWhat specifically are YOU doing to help execute our Strategic Game Planâ˘?â
If the answer is fuzzy, donât change their workplace.
Change your leadership.
Translate the strategy.
Make their role crystal clear.
Give them direct Line of Sightâ˘.
Then hold them accountable for delivering it.
Stop managing WHERE people work.
Lead WHAT they do.
Thatâs how you turn strategy into an operating principle.
Thatâs LEAD IT.
đ Want more Audacious Movesâ˘?
đď¸ Listen to Audacious Moves to a BILLION⢠for practical, contrarian ideas for building an extraordinary business and having a remarkable career.
âđť Explore more articles, ideas and proven tools at BE DiFFERENT or be dead.
Extraordinary careers arenât built by ordinary decisions. Theyâre built one Audacious Move⢠at a time.
Now go make yours.
Cheers,
Roy
- Posted 9.21.26 at 06:00 am by Roy Osing
- Permalink
September 14, 2026
The BE DiFFERENT Codeâ˘: Five Disciplines for Extraordinary Business Growth
đ Audacious Move⢠of the Week
The BE DiFFERENT Codeâ˘: Five Disciplines for Extraordinary Business Growth
Bold Decisions Create Extraordinary Businesses.
I hope it helps you create yours.
đĽ Every Extraordinary Business Needs a Code
Most organizations have a strategy.
Many have a mission statement.
Few have a Code.
A strategy tells you where youâre going.
A Code defines how you behave getting there.
Without one, businesses drift.
They chase trends, copy competitors and follow the latest management fad.
Extraordinary businesses need something more enduring.
đ The BE DiFFERENT Codeâ˘
âŞď¸Discover what others never see.
âŞď¸Create what others canât copy.
âŞď¸Lead by doing what others wonât own.
âŞď¸Execute relentlessly.
âŞď¸Become the ONLY Oneâ˘.
Five disciplines.
One purpose:
Extraordinary business growth.
đ Discover What Others Never See
Competitive advantage begins with discovery.
Discover Customer Cravings⢠competitors miss.
Reward Signals⢠others ignore.
Opportunities hiding in plain sight.
You canât create something different if you see what everyone else sees.
đĄ Create What Others Canât Copy
Donât copy Best Practices.
Create Next Practices⢠based on your customers, strategy and circumstances.
Create unique value competitors canât easily replicate.
Donât compete by being better. Become incomparable.
đ Lead by Doing What Others Wonât Own
Strategy isnât something leaders hand off.
Leave your fingerprints on the few things that determine strategic success.
Leadership means personally owning what matters.
⥠Execute Relentlessly
Ideas donât win.
Plans donât win.
Get it Just About Rightâ˘.
Execute. Learn. Adjust.
Be Imperfect FASTâ˘.
đŻ Become the ONLY Oneâ˘
This is the destination.
Not best.
The ONLY Oneâ˘.
Create The ONLY Statement⢠that declares the unique value only you provide to the customers you choose to serve.
Put your business against The BE DiFFERENT Codeâ˘.
Where are you falling short?
Start there.
Donât just have a strategy. Live by a Code.
đ Want more Audacious Movesâ˘?
đď¸ Listen to Audacious Moves to a BILLION⢠for practical, contrarian ideas for building an extraordinary business.
âđť Explore more articles, ideas and proven tools at BE DiFFERENT or be dead.
Extraordinary businesses arenât built by ordinary decisions. Theyâre built one Audacious Move⢠at a time.
Now go make yours.
Cheers,
Roy
- Posted 9.14.26 at 06:00 am by Roy Osing
- Permalink
