Roy's Blog: May 2017

May 8, 2017

Are you a leader who “lights fires”?

What does it take to be a remarkable leader; one who stands apart from the rest; who attracts attention and admiration for not just what they achieve but HOW they achieve it?

The emotional ingredient to brilliant leadership often goes missing-in-action when the pundits and other leadership “experts” describe the skills and competencies inherent in “the great ones”.

Logic emotion

The emphasis seems to be on the cognitive capability of the leader rather than the raw feelings element of the leader’s make up.

Memorable leaders “light fires” in every theatre they find themselves; fires that generate excitement for each audience member by igniting their passion and stimulating their emotions.

They stimulate interest in their company through the power of their persona. Because of the rich images they create though their communication skills, people have a natural affinity to their organization; it is viewed as a natural extension of the leader.

“Fire lighting leaders” intentionally appeal to the right brain in their audience; they PLAN to trigger an emotional response from people and “hook” them.

Their sense of humour is infectious; drawing people close to them and gaining their trust.

Because of the sheer energy they exude, this leader attracts the best and brightest with a value proposition for their organization too compelling for most career-seekers to ignore.

People are attracted to them and what their organization stands for.

Left brain right brain

With every audience, they raise eyebrows over where their organization is going and how they plan to get there.

They have the unbeatable combination of both a mesmerizing vision for their team and a way to “sell” it that makes it impossible for individuals on the career hunt to look away.

They attract the “emotionally strong” person who identifies with the leader and their modus operandi. And candidates that are attracted typically have off the chart “AQ’s” - achievement quotients - who loyally serve and enhance the performance of the organization. They are keepers.

My advice to any leader looking to make their mark and standout from the leader herd is to make the commitment to appeal to the feelings and emotions of people; that’s where the loyalty and active support emanates.

But if you want to play the “Supreme Commander” card as a leader and rest on your intellect, logic and academic pedigree to drive your success you will be sorrily disappointed.

You may ultimately be a “floating apex” - at the top of the organization with no one below who cares about what you do and who is willing to “go to war” with you to achieve your lofty goals.

Feelings are lit with fires; fires compel people to act.

Go light fires.

Cheers,
Roy

Sales blogger


Check out my BE DiFFERENT or be dead Book Series

Recent articles you might like
The best way to offer an opinion on anything
How to spot a leader who is a bully
4 innovative ways to be remarkable at execution

  • Posted 5.8.17 at 06:26 am by Roy Osing
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May 1, 2017

The best way to offer an opinion on anything

Nothing is absolute. Ever.

I am often asked for my views like…

- “What do you think of this TV ad?”

- “Is this a good blog post?”

- “Please read this product plan and give me your comments.”

- “Do you think this is the right career choice for me?”

- “Does this website design work?”

- “Will shareholder value increase with this strategic partnership plan?”

My answer - I HAVE NO IDEA!

Yes, I can give you a response based on my personal judgement and biases and the baggage of my past, but if you want an objective perspective, I don’t have enough information.

The missing ingredient to form a reasoned judgment is CONTEXT.

Unless I understand what you are trying to achieve, I should keep my mouth shut.

Keep your mouth shut

But my concern goes further “an outside expert” like myself being asked for an opinion on a particular issue.

Individuals INSIDE an organization constantly ask one another these types of questions all the time.

And, again, the answers by many are coloured by the role they perform, the department they are in (and it’s priorities) and the personal points of view they hold on the subject topic.

Organizational dysfunction is created when context is absent from day to day tasks and decision making and silo thinking pervades the internal environment.

People do their own thing, reaching their own conclusion on what’s important and what’s not.

Dysfunction is removed when strategy drives what people do and how they do it. Strategic context describes the priorities and forms the basis for all decisions made.

“What do you think of this TV ad?” is answered within the strategic context of the organization. If the strategy is to emphasize providing personalized solutions to consumers, the ad is evaluated in terms of how well it expresses the strategy.

Once the ad has been verified as being “on strategy” in terms of WHAT the message is, then and ONLY then does personal opinion have a role in assessing the value of the ad - although HOW the ad expresses strategy through its “look and feel” continues to restrict the amount of personal bias that should be allowed to enter the discussion.

Remarkable organizations are amazingly disciplined in terms of “living their strategy” through the array of tactics they use to execute it. Each tactic has a direct line of sight to the strategy; variances are not tolerated.

Look up

Individual performance plans are orchestrated around strategic context; bonuses are paid when people “look up to the strategy” and deliver results that are consistent with what the organization wants to achieve.

People need a context to “hang on to” as the guide for what they do. Make sure you know what yours is when you are asked for a comment or when you are setting your priorities.

Cheers,
Roy

Sales blogger


Check out my BE DiFFERENT or be dead Book Series

Recent articles you might like
How to spot a leader who is a bully
4 innovative ways to be remarkable at execution
14 leader traits that will never leave me

  • Posted 5.1.17 at 06:07 am by Roy Osing
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April 24, 2017

How to spot a leader who is a bully

Why is it essential for individuals to be different?

In a world of frenzy competition for career opportunities, if you’re not different in some relevant and meaningful way, you’ll go unnoticed, be ignored and will be just another member of the faceless herd.

To blend in is to have no personal identity; nothing special that will shout you out to others.

Being like everyone else in the crowd may feel comfortable but it is no recipe for long term survival and success.

Being different is the call for people to step out; to walk away from ‘this is the way we’ve always done it around here’ and sell ideas that are contrarian in nature. To perform a role in a unique way that produces amazing and unexpected results for their organization.

There is, however, a dark side to being different; where people try to explain away and justify dysfunctional behaviour under the banner of being different.

Being different does not give an individual the right to demean others. Disrespect them. Bully them. It’s not about committing outrageous acts with language intended to hurt someone else. It’s not building yourself up while tearing another down.

Being different is the enemy of narcissism. Create remarkable value for others and you will attract attention and recognition to yourself. Self adulation and promotion are not necessary; others will provide the energy as an expression of their love for who you are and what you contribute.

Politicians that try to out-shout their opponents with name calling and personal assaults aren’t different; they’re people who attack rather than articulate the unique contribution they intend to make.

Executive leaders who chide their managers in public aren’t different; they’re bullies who love to exert their power over others.

Team members who constantly gossip about their colleagues aren’t different; they’re opportunity seekers who want to portray themselves to leadership as being connected and having ‘their finger on the pulse’ of what’s going on in the organization.

Step out and serve others in a special way.

Step on them and join the bully crowd.

Cheers,
Roy

Sales blogger


Check out my BE DiFFERENT or be dead Book Series

Recent articles you might like
4 innovative ways to be remarkable at execution
14 leader traits that will never leave me
9 Proven steps to be successful at leading change

  • Posted 4.24.17 at 06:36 am by Roy Osing
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April 19, 2017

4 innovative ways to be remarkable at execution

It’s in the self interest of many constituents to complicate how business should be successfully conducted.

There are finance experts who promulgate principles for having a healthy balance sheet; sales wizards who describe what an effective sales funnel looks like; inventory management specialists who define the level of product turnover required to drive optimum operating margins and leadership pundits who prescribe the fundamentals necessary to maximize employee engagement and loyalty.

Each discipline brings their own specific area of expertise to the table to help organizations enhance their performance, but how does leadership determine which specific tools are key to improvement?

It’s too complicated.

There are numerous moving parts involved in how an organization operates, and determining how each component part should be synchronized to optimize overall effectiveness is an extremely difficult challenge.

Golfer

It’s like a golfer trying to improve their game. There are lessons in how to address the ball, grip the club; the backswing; the ball impact; shifting body weight; and the follow through (to mention only a few!). The golfer focuses on the grip and can’t assimilate the rest of the swing fundamentals; their game doesn’t improve to the level they expect. They are frustrated.

It doesn’t have to be that way.

Business CAN be simplified; it can be boiled down to a single crucial focus that drives sustaining levels of remarkable performance.

Leaders should be building organizations to EXECUTE brilliantly; building execution as a core competency and applying it to ANY strategy they create. And if they do, they WILL outperform their peers and outpace their competitors.

Pay attention to these four execution fundamentals.

1. Loosen up on planning. THE most critical element of performance is how well the strategy is carried out. Yes, a “good” plan with a sensible direction is required but if execution falters the plan is worthless. An average plan brilliantly executed produces far better performance than what people might consider to be a “brilliant” strategy that can’t be satisfactorily executed.
So invest 80% of the time available on EXECUTION planning; 20% on STRATEGIC planning.

2. Lead by serving those in the trenches. Serving leadership cultures unleash individual executional effort and lead to unexpected and amazing results contrary to its “command and control” cousin.
“What can I do to help you?” is the question servant leaders pose to reduce grunge and eliminate internal barriers that prevent things from getting done.

Trenches

3. Recruit people “lovers”. Transactions continue to happen when an employee invests honest emotional energy in taking care of a customer. Execution prowess demands that millions of mind blowing “moments of truth” occur seamlessly between an organization and its customers.
This happens ONLY when employees have the natural inbred desire to serve their fellow man.
And remember you can’t TRAIN people to love people; you can train ‘em to grin but that’s about it.

4. Stop selling; start serving. Flogging products and services tries to advance the organization’s agenda, not the customer’s. This one-sided dynamic may result in a single short term transaction but does nothing to create an annuity stream of revenue over the long haul.
Execution genius looks out to the horizon, so organizations need to be “mindless” about building and deepening rich customer relationships by serving THEM; marching to THEIR agenda; subordinating the interests of the BUSINESS to THEIR interests.

Keep it simple.

Build an execution machine first, THEN use the self interest constituents to fine tune it with the relevant micro stuff these experts love to pitch.

Cheers,
Roy

Sales blogger


Check out my BE DiFFERENT or be dead Book Series

Recent articles you might like
14 leader traits that will never leave me
9 Proven steps to be successful at leading change
How to AMAZE your customers in 4 easy ways

  • Posted 4.19.17 at 12:06 pm by Roy Osing
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