Be Different or be dead

January 4, 2016

6 things great leaders do when the unexpected strikes

Source: Pexels

6 things great leaders do when the unexpected strikes .

Perhaps not rhe most elegant and acceptable way to describe an unexpected random event that rocks our world, but one that my Dad used regularly. He was fond of counselling me to always be prepared to meet the forces you don’t expect. He was a great advisor and friend; I miss him.

“Shit” always happens. Plan “A” rarely is accomplished; unforeseen events hit at the least opportune time.

What defines the stand-out leader from all the rest is how they deal with it.

Stand-out leaders are good at anticipating but are great at responding to the unexpected.

Here’s what they do:

▪️They pause, take a deep breath and ponder the situation before doing anything. Knee-jerk reaction isn’t a productive response.

▪️They get their business plan in front of them. Any action taken needs to be congruent with the long term direction of the organization. You can’t suddenly decide to ‘go north’ in the face of the unexpected if your strategy declares you’re heading ‘slightly west’.

▪️They assemble a dedicated team to create the response action plan. They flatten the organization and temporarily eliminate the normal hierarchy. They take the people who are effective in a crisis, are prepared to act quickly and who have an abundance of new ideas.

▪️They strike a 90-day plan with specific objectives and deliverables defined and individuals assigned to produce them. Short term revenue and customer service metrics are given priority; this is no time to take your eye of financials or customers.

▪️They develop a schedule to meet every 30 days to review progress and take any corrective action required. Given the severity of the situation you might even consider meeting more frequently.

▪️They camp out in the workplace, communicating constantly with employees on actions and progress being made and asking “How can I help?”

Crisis demands a thoughtful disciplined approach survive and be successful.

Stand-out leaders get this.

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

• Posted 1.4.16 at 03:48 am by Roy Osing
• Permalink

December 28, 2015

Why a leader who stands out is better than a great one

Source: Unsplash

Why a leader who stands out is better than a great one.

Much has been written on leadership and what it takes to be competent in the craft.

Contemporary writing, however, doesn’t differentiate between the various levels of leadership.

Leadership instruction promulgates similar ‘formulae’ to enhance one’s leadership capabilities. It’s pretty basic stuff. And it really doesn’t teach much to someone who wants to take their game to another level.

It’s time we recognize that there are different levels of leadership and enable individuals to understand what it takes to move up from one level to the next.

There are, in my experience, 3 classes of leaders — ‘good’, ‘great’ and ‘standout’.

Leadership principles

The good leaders practice accepted leadership principles satisfactorily; for example, they may be acceptable communicators and they delegate according to the norms.
The great excel at performing one or two principles; they may be beyond competent, for example, at creating strategy for their organization.
The stand-out leaders, on the other hand, create new principles based on what it will take for their organizations to thrive and survive an uncertain future. They introduce notions like ‘to be successful we need to do lots of imperfect stuff fast’ and fail fast.

The standouts do not accept today’s norms; they create new ones.

Business momentum

The good leader manages the momentum of their business, content to let the direction of the past carry them into the future.
The great builds momentum and accelerates progress. They look for ways to achieve their end game faster.
The standouts disrupt the momentum of their business to take it in a different direction. The standouts intervenes on themselves; the good and the great are not so inclined.

Best practices

The good leaders identify best practices to emulate.
The great copy best practices fast and furiously; they simply do more copying (and faster) than their good brethren.
The standouts don’t copy; they create a unique and different way forward. They look at best in class as the model to break away and be different from.

Delegation

The good delegate and hold people accountable. They treat people ‘by the leadership book’.
The great delegate and coach people to be the best they can be.
The standouts refuse to delegate tasks that require their own fingerprints. They take personal ownership in such matters as managing the customer moment. They recognize the limits of delegation.

The standouts are masters of do-it-yourself when the moment requires the personal involvement of the leader.

Communication

The good communicate the business plan of the organization using all traditional broadcast channels available.
The great broadcast and personally engage in face-to-face meetings and Q&A sessions.
The standouts provide a detailed explanation of the strategy to each function in the organization so people can see specifically what they need to do differently.

Leader brand

The good have a generalist brand of leadership and are not known for any particular trait.
The great have strength in a particular leadership category such as strategy development.
The standout brand centers on serving people and asking asking “How can I help?”

Good and great leaders practice their art better than others; standouts, on the other hand, create a different practice.

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

• Posted 12.28.15 at 04:25 am by Roy Osing
• Permalink

December 21, 2015

Why it’s important to tell the truth about the service you receive

Source: Pexels

Why it’s important to tell the truth about the service you receive.

Most businesses these days want their customers to score them on the service they have provided.

In fact some even go to the extent of advising you that you will be receiving a survey to complete and then asking that you give them the best score!

This has happened to me several times from various organizations.

Being a contrarian, I don’t conform and they sometimes regret asking.

Others think that good ratings are based on intent.

Some customer service people expect a good mark simply because their intent was to provide excellent service even though it wasn’t delivered. My web site problem wasn’t solved but the consultant was pleasant and did her best; ergo she expects an excellent rating.
My car repair wasn’t done properly but the service person served me in exemplary fashion and expects a good mark.

Again, I disappoint them by rating the service provided to me by the organization as unsatisfactory.

The ONLY way for any individual to get a good mark is to deliver what was promised in a way that delights.

Fix the car and provide an amazing experience for the customer while doing it and then you get an excellent rating.

Of course the service person says they can’t control what the mechanics do; the web consultant says they aren’t responsible for deciding on what changes are made to the blog posting algorithm.

They are right of course but it’s not my problem!

They need to ensure that the front end intent is delivered by the back end result.

OR, change the front end intent to match the capabilities of the back end; promise what you can deliver.

As a customer, it is our responsibility to teach business about service.

Don’t let them off the hook by giving a high rating to a service rep when the organization didn’t deliver what you asked for.

Teach them a lesson.

Rate them poorly; tell them why and hope they can improve.

If they don’t, go elsewhere.

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

• Posted 12.21.15 at 04:59 am by Roy Osing
• Permalink

December 14, 2015

Does a leader’s strengths make them great?

The strengths possessed by someone address the lowest level requirements of the leadership job.

Without the basics you have little chance to lead; with them you’re guaranteed nothing in terms of being remarkable and memorable. At best you will be guaranteed a solid position in the leadership herd, blending in with other leaders who also have the same strengths.

My eyes glaze over when some individuals describe their strengths.

I hear things like:
- Technology;
- SEO;
- Finance;
- Team building;
- Dealing with others:
- Communications;
... and it goes on and on.

They all say the same thing. They’re clones of one another.

Strengths that are cited are merely adequacies if the herd promulgates them.

Rather than asking someone what their strengths are, let’s start asking “How are you different from everyone else?”

▪️“What have you done that shows a contrarian attitude?”

▪️“Where have you gone in the opposite direction to the crowd?”

▪️“Tell me a story about where you’ve diverged from the crowd not conformed with it;

▪️“Do you believe that there is strategic value in benchmarking?” (and hope for a negative response)

Good leadership is achieved by being strong.

Great leadership is created by being different.

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

• Posted 12.14.15 at 04:22 am by Roy Osing
• Permalink