Be Different or be dead

September 11, 2017

9 proven ways leaders can make their stories amazing

Source: Unsplash

9 proven ways leaders can make their stories amazing.

Standout leaders are crazy storytellers.

How do you rank as a class act?

How can you tell if your story is a magical journey for your audience?

— You can see it in their eyes. Their pupils widen with excitement. They smile.

— They even laugh out loud on occasion.

— They never take their eyes off you.

— They hang on your every word.

— They are on the edge of their seats leaning in to what you are telling them.

— Your words draw them out of whatever place they were in before your story began.

— They rush up to you after you finish, wanting to engage with you in some aspect of your story.

— They follow up with emails and text messages. They never want your story to end.

— And, they tell their friends about what they’ve experienced.

How does this happen?

First, it’s no accident. Your intention is to tell your story in a way that excites people and leaves them wanting more

You have a strategy which you play out at each storytelling occasion.

Here are 9 ways to do it.

▪️Talk to yourself before every storytelling event.
I would say ‘energy up’ out loud to myself before going on stage to begin my story. This is my way to refresh myself with the energy needed to “infect” the audience.

▪️Look into their eyes and hold them with your stare.

▪️Pick someone out in the audience who is returning your energy; play off them to hold yours.

▪️Tell a story that is different from what they’ve heard before, not the same-old same-old they have heard by dozens of storytellers before you.

▪️Be passionate about your topic; it is infectious.

▪️Mix up the cadence of your story; do anything to avoid a monotonous rhythm.

▪️And vary your volume as well. I rarely need a microphone in some parts of my story and I force my audience to listen hard to the softer parts.

▪️To stimulate curiosity and interest, create your own words for things you talk about in your story. I use words like CRAP to drive home my message about eliminating stuff in an organization that is no longer relevant.

▪️Know your stuff. No, I mean really know it so it oozes from your veins as a natural expression of who you are.
People get it that way. Treat your story not as an intellectual exercise but as an emotional experience. Not knowing your story can really mess up your flow and detract from the aura of it all.

If your story takes their breath away you know you’ve done your job.

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

• Posted 9.11.17 at 04:42 am by Roy Osing
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August 14, 2017

10 simple ways to get fired from your job

10 simple ways to get fired from your job.

Much has been written on how to have a successful career and to get and keep a job. I sometimes wonder if the guidance being offered by so many experts is resonating with people.
Volumes of advice in a world with so much communications clutter often goes unheard despite its worth.

So let’s try a contrarian approach and see if it strikes a nerve with young professionals wanting to understand how they can increase their chances of surviving in a world of upheaval, unpredictability and chaos.

The actions you can take to contribute to prematurely ending your employment are:

1. Expect more than your employer offers and make sure others know it

You are entitled to certain things from your employer and when they don’t deliver, speak up (loudly) about it.
You are the new generation of workers, and it is critical that the employment community understands that they need to deliver work differently than in the past.

2. Work your agenda rather than the organization’s

It’s about you and seeking ways to satisfy your own personal needs. They take priority over what the organization wants to accomplish.
Express how the company can support you rather than how you can play a part in helping the organization can succeed.

3. Be ‘the only child’ and do your own thing

Avoid working on teams. Look for tasks that you can do on your own and have complete control over the outcome.
Teams require consensus building and you lose your identity with the outcome.

4. Never offer to step outside your job description

Do only what is expected of your role even if you spot a task that should be done to support organizational goals.
It’s important that you establish boundaries in terms of what you will and will not go beyond.

5. Avoid spending time and engaging with your colleagues

You don’t want to make friends with people at work; it could lead to teamwork projects.
In addition, they could ask you for a personal favour requiring you to step up and step out.

6. Complain about what’s not working in the organization

And never offer to do anything about it. Keep a record of what you find that is wrong with the company’s operating procedures and policies; deal them up when you have the right senior management audience.

7. Be the same as everyone else; copy what they do

Never offer anything creative or different than every other employee. You don’t want to stand-out from the crowd; you’ll be noticed and perhaps rewarded for doing something special.

8. Duck your head

When someone asks for volunteers to work extra time. Play the ‘balance work and lifestyle’ card. Taking on extra work without being paid is verboten.
It signals that you are willing to go the extra mile and that you care about what the organization does.

9. Actively promote yourself to other organizations

And be seen doing it. You want your boss to know you are always on the lookout for better opportunities and that other organizations are headhunting you.
It gives you leverage for feeding the entitlement you feel you deserve.

10. Stay away from any of the company’s social responsibility tasks that arise

Being part of how the organization meets its community obligations will only require you to take time from your personal life.

It’s easy to lose your job if you follow to this 10-step process.

But don’t expect overnight results; it could take months for your boss to pay attention to your actions and fire you.

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

• Posted 8.14.17 at 05:57 am by Roy Osing
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August 7, 2017

14 simple things leaders should look for to hire amazing people

Source: Pexels

14 simple things leaders should look for to hire amazing people.

The most critical role of a leader is to populate their organization with competencies required to execute on their business plan.

Yes, academic pedigrees are important but they don’t represent the tipping point for successful performance.

Here are 14 competencies that leaders should be looking for in people. They represent basic human character and define the difference between a mediocre organization and a remarkable one.

▪️Listening — you can’t discover what customers, employees, and colleagues want and desire if you are not a 100% listener. Find those that like to hear themselves talk.

▪️Apologizing — a successful recovery act after you have screwed a customer around (and every organization does sooner or later) begins with ’I’m sorry’. Make sure you covet people who do this naturally. Some can’t. Some don’t want to. Organizations need to be human; stepping up to your faults is the beginning.

▪️Respect for humans — creating memorable customer experiences is all about serving and taking care of people and it can’t be done if your people would rather be doing something else. If prospects don’t like humans, show them the door.

▪️High pain tolerance — greatness doesn’t come without disappointment and pain along the way. If people can’t endure the pain associated with progress no significant advancements are ever made.

▪️Desire to try — progress requires people always trying new stuff and failing along the way. That’s innovation. Look for people with a demonstrated track record of trying and learning from failure.

▪️Mellow yellow — you really do need folks that react well under extreme pressure. STOP—PAUSE—THINK—RESPOND THOUGHTFULLY. It’s virtually impossible to train people in this. Hire for it.

▪️Great memory — a good memory will go a long way to dazzling a customer. It shows you paid attention the last time you connected with the person. It shows you care enough to remember. And it’s a competitive advantage for the organization.

▪️Nano-inch seeker — progress is made by executing the game plan of the organization flawlessly, inch-by-inch-by-inch. There are few silver bullets that result in quantum leaps. Look for people who have demonstrated the capability to ‘get an inch of progress’ fast.

▪️Lifelong learning — if people aren’t always learning something new, how can they help the organization innovate move forward? They can’t. Look for evidence that prospects are constant learners and have a passion for probing the unknown.

▪️Infecting — the ability to ‘infect others’ with the virus of your strategic intent is critical in terms of executing it. Some people have the interest, passion and tenacity to get others excited about advancing the cause. This is an invaluable asset. Remarkable results are created through energy and passion, not from pondering.

▪️Making friends — deep customer relationships and loyalty are the result of trusted relationships built over time. If a prospect has a shallow friend network, ask why. It could be they don’t value relationships. Stay clear.

▪️Storytelling — stories ‘breathe life’ into a strategy. They paint pictures of what it looks like when the plan is being successfully executed in the field. You need people who can “light peoples’ eyes up” with a story about some aspect of your strategy. Talk the event. Talk the person. Talk…..

▪️Simple thinking — great performance originates with simplicity. Execution is simplicity. Elegance that can’t be implemented is worthless. Think simple. Find simple. Discover folks with the natural ability to dumb things down.

▪️Connecting with others — results are produced through processes working across the organization through a team of people working together to get the job done. This requires the ability to connect with others and build effective relationships with them.

The real important competencies to covet are basic human skills because it’s people that make organizations successful.

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

• Posted 8.7.17 at 05:37 am by Roy Osing
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July 31, 2017

Why your speech really sucks and stops me from listening

Source: Unsplash

Why your speech really sucks and stops me from listening.

It’s not about what you are saying; it’s about the experience I have when your words hit me

Why don’t I listen?

1. Your message is irrelevant to me

I don’t particularly care about your topic.

People listen when your topic stimulates their emotions; when they feel your words. You might love your subject because you think it is intellectually interesting, but if it doesn’t touch me in an emotional way I tune you out.

You didn’t do your homework on what I want to hear. Your topic choice will either make or break my response.

2. You are like every other speaker who came before you

There is nothing particularly special about your ‘performance’ (and it IS a performance). There is nothing endearing; if I close my eyes you could be anyone; you are forgettable because you don’t stand-out from the ‘speaker herd’.

You look, talk and perform like every other speaker before you. You’re insipid and boring.

3. You are a ‘stiff’ on stage

Your stage presence is too formal and you exhibit no free-styling ability. You are monotonic and in your delivery. You are chained to the podium or some other device which protects you from the people in the audience.

You appear to have no energy and passion for your topic. You appear to be anxiously awaiting the end of your ordeal. I feel uncomfortable for you and wonder why you do what you appear not to enjoy.

4. Your message doesn’t ‘flow from your veins’

It doesn’t have a natural expression that exudes confidence from me. I don’t feel comfortable that you really know your material and that you are sold on it. You appear to be sharing someone else’s message as opposed to your own personal convictions.

5. You’ve obviously never been criticized for speaking too loudly

‘Volume of voice’ is a strength possessed by awesome speakers. They project themselves in the room so well they sometimes are criticized for shouting. Of course their passion and exuberance over their material are misunderstood by some as overbearing; but that can be forgiven.

Your timidity mask unfortunately dilutes your stage presence and prevents me from truly engaging with you.

Making a positive impact on me is all about establishing an emotional bond between you and I in the little time we have together

Your challenge is to deliver a superlative performance and leave me wanting more.

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

• Posted 7.31.17 at 05:03 am by Roy Osing
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