Roy's Blog

February 3, 2018

What to do so your boss could not live without you — guest post

In the world of work, it is often easy to feel like you’re expendable. There’s so much competition in the modern world, with more and more people receiving a full and extensive education. But there are ways to ensure you’re always top dog, no matter where you work or who you work for.

Follow these simple steps to make sure you’re never first on the boss’ lips when it comes to firing people, and work your way to the top.

1. Be loyal to your company
Even if you’re working a job that you hate, loyalty to your company is extremely important. You have to show that the job means something to you if you want your boss to recognise your worth.
That means no half-hearted attempts at a job, and no sneaking off for other interviews behind your boss’ back. Stick to the job at hand, and make sure your focus isn’t drawn away from what matters.

2. Get in with your co-workers
You might despise the people you work with. They might not be your kind of person at all, but being successful at work is all about good communication.
If you want to ensure your boss could not live without you, get in a good social circle. If you’re well liked in the office, you’ll have an extra security blanket around you when it comes to making cuts in the company. No one wants to fire their friend, right?

Stay alert

3. Be adaptable and stay on your toes
New challenges will be presented to you at work all the time. Don’t let them worry you, or stop you from excelling. If you’re working on something new that you don’t understand, that’s fine.
You can adjust if you put your mind to it and work hard. It’s okay to ask for help, so long as you’re moving forwards and getting better all the time.
Is the day to day grind getting you down?
Augmented reality is the new way to escape the nine to five life. Why live in this world when you can be a part of thousands?

4. Go the extra mile
Is the boss looking for someone to do overtime? Volunteer yourself. Is there a bunch of paperwork that needs doing after hours? Take it on. Doing the little extras for your boss shows them that you’re not just there for the nine to five slog.
It shows that you’re a valuable member of their team, and it’ll put you first in line for raises, promotions and all the best benefits of the company.

5. Keep saying yes and open doors for yourself
Take on any opportunity that you’re offered. If the company is looking for someone to go to a conference abroad, for example, take on the opportunity. Of course, you must consider your personal life before jumping in to anything, but the benefits you’ll reap from taking on anything thrown your way are astronomical. Keep in mind that opportunities don’t appear every day, and that there’s no turning back once you’ve said no.

Open doors

6. Make good use of your time
If you used to be one of those people desperate for a two-minute break at the coffee machine, drop that attitude. You’re better than that. Utilize your time to ensure that the work you produce is top notch. If it helps, create a timetable, and cram in as much work as you can (though quality is always the most important thing.) It’s surprising how much more you get done when you designate time for a specific task!

7. Don’t wait to be asked – just do it
There’s always something to do in a busy work environment, and often important tasks are abandoned in favour of the easy ones. These tasks are yours to take on. Find out what needs completing and do it without being asked.
You’re in control of how much you do, but even taking on a little extra work can be a really good sign for your boss that you’re not expendable.

8. Never stop trying
Each work environment is different. There are too many factors at play to give a fool proof plan to reach the top. But the one thing you can do is never stop trying. Giving up is the sign of someone who doesn’t care if they reach their goals or not. Never be that person. No matter how much work gets you down, remember the goal in sight and keep at it. Go in head strong and with your heart set on success, and you can never fall far from grace.

There will be tough times in any job, and there will be some setbacks. Don’t allow someone else getting a promotion to stop you reaching yours. Don’t focus on others – focus on your own merit, and achieve within your parameters.

The world is your oyster if you’re willing to put the hours in.

Irina Kashevskaya is a certified specialist at the Designdroide specializing in interior design, web design and graphic design.

  • Posted 2.3.18 at 07:37 am by Roy Osing
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February 1, 2018

The proven stuff to make entrepreneurs incredibly rich

Check out this collection of articles on a variety of topics that will interest young professionals who are starting their business journey.

This is NOT a theoretical dissertation on what it takes to be successful. It’s a practical collection of perspectives on what works from someone who spent their entire career doing stuff differently than others.

‼️NEW POST‼️ 10 proven sales tips to make your startup successful

1 proven way your new idea has a chance of success 

The proven way to create a competitive advantage

What you need to build a successful career

5 astounding things that make small biz leaders great

8 amazingly simple things I did to make president

Entrepreneurs

How to make your startup absolutely amazing

Why an unachievable goal can be the best type of goal

How to make sure your startup doesn’t burn up

What happens when what you know isn’t so important?

How can you make your competitive advantage last forever?

How to be a winning startup

Successful business people do these 10 things best

How important is the product really?

Three simple things you need to know when starting your career

Startup loser

How to avoid being a startup loser

This is what happens if you’re not different

What happens when startups avoid these 2 easy questions?

Young professionals, you’re doing it all wrong 

9 subjects business schools should teach (but they don’t)

Why do so many startups die?

Crap

How to eliminate the crap in your business

What happens when entrepreneurs offer 3 simple things?

Eight ways to build marketing muscle

Startups need to be different to win

6 deadly mistakes successful startups must not make

How can small business create a really awesome strategy?

Cheers,
Roy

Check out my books on Entrepreneurs and other stuff…

BE DiFFERENT or be dead: Your Business and Survival Guide
Startup Leaders Learn How to Market in the Storm
A Weekly Calendar for Leaders
Six Acts of Leadership
Successful New Business Leaders Execute First and Plan Second
How to Stand-Out and Power-Up Your Career

  • Posted 2.1.18 at 12:54 pm by Roy Osing
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January 29, 2018

3 tested ways a leader can give an amazing speech

Why do some presentations bore you to death and leave you in agonizing pain while others take your breath away and amaze you?

It starts by approaching the task as a marketing challenge. What do your customers expect, and how can you deliver in a way that no one else does?

Amazing speech

As a minimum, your audience wants to learn something new and they want to enjoy the learning experience. But if that’s all you do, you satisfy them and no more.

If you want to “take their breath away” you must give ’em what they DON’T expect; that you surprise them and make their experience unforgettable in a way that only you do.

There are 3 essential elements of a speech platform that will leave audiences breathless.

The content – what you say.

— Know your audience and give them compelling and relevant material that they CARE about. Personalize and make it intimate for THEM; if you are merely flogging your boilerplate stuff, you will put them to sleep.

— Lace your flow with surprises along the way; something they don’t expect to hear like your own concepts with language that is edgy and will be remembered. I use “cut the CRAP” as a call to eliminate the stuff that was no longer relevant in an organization as opposed to “eliminate non-strategic” activities, and “kill dumb rules” as a way to reduce the internal rules, policies and procedures in an organization that make no sense to customers.

— Make your material practical; give your audience ideas they can use when they leave your presentation. Avoid devoting all of your time to discussing high level helium-filled concepts that are anchored in theory and impossible to implement easily.

The delivery – how you say it.

— Be passionate and emotional about what you are sharing with them and keep it extremely informal. This is a performance so lose the platform and podium barricades that separate you from your customers. Design the area so you can get out and walk among the folks; get close to them as you engage with them.

— Tell stories to “breathe life” into your material, and make it personal to show that you are human, believable and that you can be trusted. Use visual aids; people can’t relate easily to words and numbers. Have fun; they will too. Avoid “techno-speak”; the experience can’t be memorable if they don’t understand you.

— When in doubt be simple; you may be impressed with your ability to speak in complex terms, but it will turn your audience off. Make a point at your own expense; they will love you for it.

Amazing speaker 2

The distinction – how you are different from any other speaker.

— Study other speakers; have a detailed understanding of how they perform in terms of their approach to content and style. Analyze what they do well and what they fall short on.
But remember, you are NOT evaluating their approaches with the objective of copying what works for them; your end game is to determine how you can separate yourself from them in some meaningful way.

— Create your ONLY Statement: “I am the only speaker that…” as the way to define how you are different from others in the speaker herd. Your only statement will define your speaker brand that you live by.
It is critical that you NOT be mesmerized by the “experts” on public speaking who all espouse a more academic approach to getting your message across. Following their route merely means that you and the thousands of other speakers will all look alike with little individuality.

Awe-inspiring performers who are memorable to their audiences are different than anyone else in some way and they constantly constantly hone their art.


Cheers,
Roy

Check out my BE DiFFERENT or be dead Book Series

Recent articles you might like
The truth about successful leaders: they change their minds
Have you seen a bully on the path?
The proven way to create a competitive advantage

  • Posted 1.29.18 at 02:47 am by Roy Osing
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January 22, 2018

The truth about successful leaders: they change their minds

Some leaders show two faces (and some show many more) when it comes to dealing with a challenging and contentious issue.

They strongly declare and advocate their position to various audiences, but after “selling time” takes its toll with a barrage of dissenting views, they change their mind.

They decide that expending the emotional energy to convince others of their position isn’t worth the effort.

Politicians do it all the time; they switch positions on the run when they learn that their original stance is either unpopular or was ill thought through in the first place.

Many faces

The “many faces of leadership” displays acquiescence in its finest form; the end game is not necessarily based on principles the leader is passionately and emotionally invested in, rather the objective is to try and appease as many people possible with the hope that dissent among the masses is minimized and a short term advantage for the leader is gained.

It may be the case that few feathers are ruffled, but the leader achieves little progress as they spend all their time selling, defending and switching their position.

The fallout is that the leader is branded indecisive, weak and one who flits about without landing on anything.

They live in the moment; they have no tomorrow in sight.

Leaders DO need to be able to flex given the varying circumstances they face during the process of trying to gain support for their idea.

1. New information that affects the decision taken comes to light. Facts that were unknown when the position was formulated present themselves and cannot be ignored. This could be characterized as insufficient analysis or incomplete study of all the relevant information that should be considered in taking a position. That said, the intent should not be to lay blame but rather take the new information and integrate it into the decision making process and not dismiss it because “it is too late to incorporate it into the mix”.

2. Employee feedback is loud and compelling in terms of implementation challenges as well as uncontemplated impacts on individuals and their lives. If, for example, frontline employees give the decision a thumbs down in terms of their ability to implement it, pay attention and take a second look. A bold decision which may be theoretically sound but which cannot be executed in the real world must be reconsidered. Always listen to the “warriors” who are in the field who know what is possible and what is not.

3. “The unexpected” rears its ugly head. A random and unpredictable event suddenly occurs, forcing a reconsideration of the direction on the table.  In the uncertain and unpredictable markets organizations face today, there will always be unanticipated factors that make themselves visible and which challenge the wisdom of the original decision. These forces need to be taken seriously and should always create a pause to reassess any declared position.
A decision to tweak the leader’s original position is always the better path to take as opposed to steadfastly sticking to a decision which is at risk given new events that have emerged.

The unexpected

Under circumstances like these, a switch in position may be required.

Strategically schizophrenic leaders change their minds with purpose.

They “flex with purpose”, and weave their morphed proposal through the organization with the singular purpose of achieving their intended outcome as best they can given the changes they made to it.

There are many potential routes to a destination despite the forces that prevent it from being achieved the original way it was intended; the standout leader is willing to strategically change HOW they arrive at the prescribed destination.

Mindlessly adhering to a position even though in light of “feedback” it’s success is highly in doubt, is irresponsible.

On the other hand, progress is NOT served by a constant stream of reactive tweaks or adjustments that shatter the picture of the journey’s end.

As a leader, pick a destination you believe in and be strategically schizophrenic in seeking the outcome that best suits the conditions of the time.

Cheers,
Roy

Check out my BE DiFFERENT or be dead Book Series

Recent articles you might like
Have you seen a bully on the path?
The proven way to create a competitive advantage
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  • Posted 1.22.18 at 05:41 am by Roy Osing
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