III. Impact!

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

11. Never EVER Compromise Your Identity.

12. Pursue ... P-A-S-S-I-O-N.

13. MEASURE: Did we make an impact?

14. Tom’s Epithet No.1: "Thoroughly professional ... but not provocative." The pressing question: Was it far enough out? Was it—our work—as "crazy" as these (clearly) crazy times demand?

15. L-E-A-D your Client!

16. Another-flavor-of-WOW: Politics. PSF mantra: We are not scornful of the grubby "politics of getting things done." We embrace them as the sine qua non of effective implementation.

17. PSF success boils down to ... the fine art of balance.

18. Accounting (etc.) is a performing art.

19. Speaking of accounting ... remember the bottom line: "Business-ing."

20. Got any quirky projects on the list? If you want some "great stuff" to happen ... well ... you have absolutely no alternative: Your portfolio has to include some Truly Freaky Stuff.

21. Think ... LEGACY. Question to ask yourself: "What—if anything—will my three years as Managing Partner of Purchasing Inc. be remembered for?"

22. Pitch in ... or bail out!

22A. Practice serial monogamy. Or: "One" is a beautiful word!

23. PSFs need Vision Statements. Period.

23A. We help people!

Click "Edit Page" above and then add your input. ''Please begin each entry with your name or initials to distinguish your contribution from others.

• 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

...your 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 responsibilities and activities, and their personal experiences, drives, talents, curiosity?
• How do we arrange control of the project or department in such a way that all members feel personal ownership and responsibility?

MN: Vision Statements. PSF's have to be mindful of market pressures. Whether internal or external, you need to define what unique, distinct thing it is you do and where do you intend to be in the future. This vision or ambition serves many purposes. First, it provides the motivation for great talent to join and engage with you. It may also scare away others that don't want to be part of it. That is not a bad thing...talent that is not engaged slows the momentum of the team. Second, your clients need to be able to see your passion and commitment. Third, a vision statement should inspire real passion, which leads to the discipline necessary to practice and attain mastery. Ultimately, it is about performing, and engaged psf member's find the extra energy to produce wow results.

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?

 Create your own business wiki!Support CommunityPublic, Business Edition wiki Privacy Policy RSS