10. Transform every "Job" into a WOW! Project.

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Detail Overview

Provide details of the concept; what does it mean to you?

CLD - Think before starting each assignment or project about...

...clients:

• How can I excite or enthuse this client?
• What would constitute a remarkable service such that it could command an (ideally positive) comment (and premium fee)?
• How can we break from the norm and set the pace for our competitors?
• Is there a blue ocean opportunity here where we can redefine a market or even identify an entirely new market?
• If we breakdown our previous projects into incremental steps or component parts - how much was of value and how much was a complete waste and time and money (for all)? (Apply the "80/20 Rule")
• Did we gain feedback from previous clients on similar projects and - if so, are we taking this on board now and if not, why not!?!
• Do we understand our client's exact needs right now - please say we're not trying to make our product fit what we would like their needs to be!
• Let's keep talking to our clients throughout the project so that we can ensure that the project flexes for their needs (so that we deliver exactly what they want) whilst avoiding "scope creep" (so we don't end up wasting our time providing services that they don't want and to suffer the pain of trying to recover our costs for those unwanted services - a lose / lose)
• Bring on board junior members of the PSF client service team and ask their opinion - and listen and act upon it
• Keep thinking: "Business is Theatre" - and take to the business stage with grace and good humour.  Make it an experience to remember - so that good word spreads to colleagues and acquaintances
• Remember, clients may not remember what you said to them in years to come but they will remember how you treated them - be consistently empathetic and excellent

...team members:

• What kind of team do we need for this project or assignment; what kind of balance between e.g. vision, creativity, communication skills, execution, administration?

• If the team or department is already there: what are the passions and talents of these people; what is the best fit between a) responsibilities and activities, and b) their personal experiences, drives, talents, curiosity? How do we take care that we don't just cast people in roles because of their former job experiences, but give them the freedom and the responsibility to participate according to their heart, their talents and their passions? How can we educate ourselves to accept change and growth as something natural, whatever the age of the team members involved or the subject matter at hand?

• How do we arrange control of the project or department in such a way that all team members feel personal ownership and responsibility?
• ...

...business case:

• What is this project or assignment or department really about? If we cancelled the whole thing, what would be the difference?
• ...

Issues/Concerns/Risks

What are some of the issues, concerns, or risks associated with this concept in your organization?

CDL: There will be failures.  Instances where grand plans to deviate from the norm fall flat.  Read your clients in advance (and keep monitoring).  Be conscious that some clients simply aren't ready for change - but don't let the (increasingly few) late adopters dampen your appetite for the "WOW Crusade".    

Equally, in instances of outstanding success where opponents are crushed, DO NOT get stuck in repeat mode.  To be "WOW" is to be "NOW".  This means constant reinvention (even after victory).

Stories of Implementation

Tell us about your success or failure in adopting these concepts. 

Lessons Learned

What did you learn from the exercise? How would you advise others attempting to follow your path?

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