execution.

Strategic is "Pounding on the Basics"

Here are some BE DiFFERENT Strategic Acts to think about in addition to the Helium-filled Plans that are often Brave Notions that don't find their way to the trenches where winning really occurs. In no particular order...

> recruit people who genuinely love human beings. YES, it is Strategic!

> take notes. It's an expression of the fact that someone cares enough about what you are sating to record it for further deliberation and ACTION.

> do stuff. ACTION gets results, thinking doesn't.

> apologize when things are screwed up. Recovery depends on assuming responsibility for what has happened. "I am truly sorry" starts off the loyalty building process the right way.

> cut the CRAP in the organization that is no longer relevant AND that clogs the wheels of progress (Tom Peters' call it the GRUNGE - awesome word!).

> over-react when a customer is screwed over. Again, successful Recovery demands SPEED to get things right.

> problem solve. Things NEVER go right the first time. SH*T Happen. Solutions are needed.

> form cross-functional teams. Results are produced ACROSS the organization demanding people working together harmoniously.

> tell stories. It's a vital element of strategy. The best way of explaining to someone what the strategy means is to tell a story about it in action.

> use Internal Report Cards to measure service quality on the inside of the organization. If internal customers aren't dazzled it is highly unlikely (no, IMPOSSIBLE) that external ones are

> recognize Service Heroes constantly.

> encourage employees to successfully fail. A Successful Failure results in learning which advances the organization. An unacceptable failure has no learning element and simply destroys value.

> practice Leadership by Serving Around is rampant across the organization.

> gather Customer Secrets. They are the fuel that powers your marketing and service machine.

> change your business vocabulary to be more customer-centric. Wash your mouth out with Customers!

> get feedback on your performance from your boss, peers and "subordinates" by using 360 degree feedback.

Are you practising these? If not, start the journey...

Cheers, Roy

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Author:. Roy Osing is CEO of Brilliance for Business, Speaker, Business Coach and Author of "One of the Top Business Books in the US" - Soundview Executive Book Summaries. BE DiFFERENT or be dead: Your Business Survival Guide offers proven ways to thrive and survive in the critical areas of Strategy Creation, Marketing, Sales and Customer Service. Go Deeper | Website